It’s been a tumultuous few years. Businesses have faced a never-ending stream of economic curveballs as the way we live and work has changed beyond recognition. Many have been forced to take drastic action to survive; some by pivoting or diversifying their revenue streams, such as John Lewis’s move into the rentals market, others by making mass layoffs to reduce costs, including Spotify and Google. Many have done nothing, perhaps paralysed by indecision, or waiting for calmer times.
Crisis communications is no longer a practice reserved for hyper-regulated industries like healthcare and financial services. All businesses must act to protect their reputation in today’s world of misinformation. Misinformation destroys trust and loyalty for businesses with significant financial and operational consequences. The increasing prevalence of generative AI and the continuing issues with moderation on social media platforms have substantially increased business risks. It is essential that brands and businesses are able to operate and thrive in this AI-enabled world.
So how can comms leaders, particularly those with shrinking teams and budgets, ensure they are prepared for whatever comes their way? Here are three places to start:
- Meticulous planning: audiences & channels
Proper planning is crucial, so start by identifying your audiences and channels. Audiences are more fragmented than ever and understanding how each group, including staff, is important to your business is an essential first step. Similarly, modern comms leaders are responsible for a large number of channels, including owned, earned and social, so it’s important to know from the start what content, assets and messages are appropriate for each.
- Data: work out what you have and where to find it
Whether your customers are Gen Z consumers or finance directors, every business needs evidence to underpin its response to a crisis. For example, if you’re facing criticism of a lack of diversity on your board, being able to show year-on-year improvements, or commitments to investing in diversity training and recruitment targets will help build credibility to your responses.
- Educate your leaders
Perhaps unsurprisingly, several of the examples in PRovoke’s crisis review were triggered at least in part by the CEO. The reputation and image of a business are intrinsically entwined with that of its figurehead, and CEOs will be expected to face the media in a time of crisis, even if they have no hand in creating it. Make sure your business’s leaders, particularly those who have never experienced a communications crisis, understand the importance of their role in these. It is also worth setting some time aside to help prepare your spokespeople for a wide range of scenarios, to help them communicate effectively when the time comes.
